Leaders are often in denial about when their effectiveness is losing its edge and when is the appropriate time to leave. "The Importance of Linking Leadership Succession, Strategy, and Governance" offers an overview of the challenges and three common dilemmas in leadership succession. (Nonprofit Quarterly)
We extend our heartfelt support to the communities impacted by Hurricane Helene in western North Carolina. We'll continue to share resources for nonprofits and how to help.
board of directors
It can be difficult to separate from an organization that you're joined to at the hip. Read the experience of Eliot Pfanstiehl, CEO and former president of Strathmore, and how his sabbatical not only changed him, but his organization as well.
© North Carolina Center for Nonprofit Organizations, Inc. From Common Ground, a publication of the N.C. Center for Nonprofits, www.ncnonprofits.org.
This article shares twelve ideas to help get the new executive director started on a path to success. (Blue Avocado)
Twelve Ways to Get a New Executive Director Off on the Right Foot
The article, What If You Disagree with a Board Decision, offers insight on what to do when you find yourself in disagreement with a board decision. Use these sample situations to determine the appropriate course of action for expressing your opinion. (North Carolina Center for Nonrofits)
You find an abundance of advice for nonprofit boards and executive directors about the advantages of "partnership" and "open communications." But sometimes that advice just isn’t enough.
Who's the boss? The board or executive director/CEO? The answer: It depends on whether the board is acting as a body, or whether board members are acting as individuals. The key is remembering that the board is different from board members.
Research suggests that a skilled interim executive director (ED) helps nonprofits to emerge stronger, more fiscally sound, and with higher levels of optimism. Learn how an interim ED can lay the groundwork for the next leader's success.
© North Carolina Center for Nonprofit Organizations, Inc. From Common Ground, a publication of the N.C. Center for Nonprofits, www.ncnonprofits.org.
For many nonprofits, closing down or going out of business is the unthinkable. There may be a crisis or serious warning signs or simply a lack of energy in the organization. Whatever the long-term causes may be, it's time to look at the options (Blue Avocado).
Why Boards Don't Govern, Part 1 by CompassPoint Nonprofit Services: "In the aftermath of every “nonprofit mismanagement” news story is the question: Why didn’t the board do something? Yet the boards of the nonprofits recently headlined with scandals did not do any less than most nonprofit boards. The reality is that most nonprofit boards are ineffective in their governing function. Only when gross mismanagement occurs does a failure at governance come to the fore."&nbs
In Why Boards Don't Govern, Part 2 (CompassPoint Nonprofit Services, 2006), Jan Masaoka and Mike Allison advocate for board to receive at least part of their information from someone else besides the Executive Director, how to improve board meetings, encourage question asking, and qualities to look for when recruiting. See also Part 1 of the Board Café series on Why Boards Don't Govern.
One of the most rewarding things about serving as a nonprofit board member is the opportunity it affords to help create positive change. This resource from BoardSource–11 Key Ingredients of Growth–presents 11 ingredients Billy Shore, founder and chief executive officer of Share Our Strength, identified as key to Share Our Strength’s growth and success during a difficult economic period. These ingredients include: